pManifold

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pManifold's first India Utility nowledge and !etwor"ing #I$U$%!& 'onference ()*+ in Fe, *(- ()*+
at .e Meridian- !ew /elhi0 'hec" out the developments at the conference we,site and participate to
meet the who's who of the industry00
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pManifold
pManifold in association with S%P and %ccenture co$hosted (nd Indian Utility nowledge and
!etwor"ing #IU%!& 3usiness 4echnology 'onclave #34'& on '5rgani6ed I47 Recoding for Indian
Power /iscoms and Franchisees' on *(th 8une- ()*+0 Proceedings #i0e000more
34'$()*+ 9 Proceedings
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R%P/RP $ % /irection and /estination:: $ Mano; 8hawar /istri,ution Franchisee7 'hallenges in
owning .egacy !etwor" and /ata for 3usiness <ia,ility and 4ransformation $ Satish ul"arni
=eneration 4ied /istri,ution7 .everaging /istri,ution 3usiness000
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pManifold's India Utility nowledge and !etwor"ing 'onference ()*+ gets (*)> participation with +?
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pManifold's India Utility nowledge and !etwor"ing 'onference ()*+
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4he one$day conference was held at .e Meridien in !ew /elhi on Fe, *(- ()*+ with over ()) utility
industry ,usiness leaders from power and water sector0 4his is a ,ulletin prepared ,y @ee 3usiness $ the
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About pManifold
pManifold is emerging ,usiness consulting company focussed on ,uilding creative ,usiness models &
go$to$mar"et strategies to unloc" the potential of the developmental sector in India0 It delivers integrated
and continuous advisory services $ ,usiness modeling for feasi,ility- strategic planning of ventures
within corporate portfolio- ,uild$up of right partnerships and eAecution monitoring
4he uniBueness of pManifold is our commitment to ensure that promising ,usiness models are
manifested either through our clients- partners or local entrepreneurs ,y actively motivating & assisting
them in the process0
Ce ta"e a client centric approach driven ,y our principle of '<alue First' and ta"e sta"e in pro;ects as
growth partners0 5ur understanding of development is ,uilding sustaina,le ,usiness enterprises ,ased on
'p' dimensional manifold of People- Profit and Planet- as also em,edded in our name and our approach0
5ur selection of specific pro;ects is guided through this p$Manifold with a ,road scope and applica,ility
at industry level for faster scala,ility and inclusive growth0
Specialties
3usiness 'onsultancy $ Dnergy- I4- Financial Services- Dducation- Power- Infrastructure- Health- Cater-
Sta"eholder Dngagement- Caste
Partnering <alue 'reation:
Home
About pManifold
Who we are?
pManifold is a management consulting company that applies creative modeling and go$to mar"et strategies to
help ,uild andEor scale ,usinesses0 It delivers integrated and continuous advisory services $ ,usiness modeling
for feasi,ility- strategic planning of ventures- ,uild$up of right partnerships and performance monitoring
What sets us apart?
4he uniBueness of pManifold is our commitment to ensure that promising ,usiness models are manifested either
through our clients- partners or local entrepreneurs ,y actively motivating & assisting them in the process0
Value Statement
Ce ta"e a client centric approach driven ,y our principle of '<alue First' and ta"e sta"e in pro;ects as growth
partners0 5ur understanding of development is ,uilding sustaina,le ,usiness enterprises ,ased on 'p'
dimensional manifold of People- Profit and Planet- as also em,edded in our name and our approach0
5ur selection of specific pro;ects is guided through this p$Manifold with a ,road scope and applica,ility at
industry level for faster scala,ility and inclusive growth0
3D Approach
%s most ,usiness owners and managers- you already have a great deal of understanding a,out the ,usiness that
you are already into and your challenge is either to improve the ,usiness- grow it or create a new one0
%t pManifold we partner with you- our clients- to /iscover- /efine and /rive strategic ,usiness initiatives using
a well crafted- all rounded +/ %pproach as descri,ed ,elow0
%s a starting point- we discover FChat you haveGF so that we can leverage it to unloc" strategic value to do
Fwhat you already doGF and Fwhat you can doGF more effectively0 4his internal perspective is aided with the
eAternal perspective of the mar"et ,y discovering FChat the mar"et needsGF with which we are ,etter a,le to
map your resources optimally to the mar"et's demand0
%fter the discovery phase- we define FChat you can do and howGF so that you can set and achieve ,usiness
goals and improve ,usiness value0 4his essentially is the planning phase which is crucial for preparing
roadmaps for the short or long term0
Finally- once the roadmap is prepared we can do E drive the eAecution of strategic initiatives within the client
organi6ation so that the improvement- scale$up or diversificationEcreation of new ,usiness is achieved0
People
Ce are a young team of individuals who have studied and wor"ed at top Indian and Foreign institutions having
serveral years of industry eAperience across ,usiness research- consulting- pro;ect finance and outsourcing0
DAecutive 4eam
ahul !a"dia
'o$founder
#ai$ Wahid
'o$Founder
%ma !a"dia
Senior %ssociate
&odw'n #rancis
3usiness Manager
Vibhushan Wa"hmare
Senior %ssociate
ishi Sahu
Head $ nowledge & !etwor"
%dvisory 'ouncil

Dinesh (ain

Dr) Asho* (hun+hunwala

, -rishnaswam'
Dr) M Vid'asa"ar

Partner 'onsultants
'% Sa*et !a"dia

Anil Palamwar
Paashu -han
a+esh -umar .emant Diddee
V'om Shah
Amit !adi'ani
Sandeep Wa"hmare


3usiness Partners
pManifold maintains lin"s with esta,lished ,usiness partner consultants who have strong domain eAperience
and their own teams to deliver upon assignments of larger magnitude0
Partners
Ce partner with specialist organi6ations in Dnergy Dfficiency- I4- =IS- Renewa,le Dnergy- Dnvironment etc to
provide implementation services for our consulting assignments0
/01201
http7EEwww0no(co(0in
no(co(- a not$for$profit society- was ,orn out of the passion of the
promoters of Dliminate 'ar,on Dmissions #D'D& Pvt0 .td0 to provide a
vehicle to facilitate the message of individual accounta,ility and action in
responding to 'limate 'hange0
Dliminate 'ar,on Dmissions #D'D& Pvt0 .td0 provides consulting in Dcology
and Infrastructure Integration services0 D'D has eApertise in 'ar,on
Footprinting- .ifecycle %nalysis- developing 'ar,on Footprint mitigation
strategies and devising appropriate sustaina,ility roadmap for the
enterprises- facilitating Dnvironmental Impact %nalysis and in developing
Dnvironmental 'ommunication Strategy0
Aaum Anal'tics 3 esearch
www0aaumanalytics0com
%aum is a solutions provider in advanced analytics- competetive
intelligence and livelihood consulting0 Founded ,y II4 Madras alumnus &
incorporated at II4 Madras Research Par"- the company has esta,lished
state$of$art data collection over mo,ile phones and processing capa,ilities0
It has niche in livelihood- finance- retail- education- telecom- etc0 in
government and non$government domains0 4he company has evolved
proprietary framewor" for ,usiness performance evaluation and monitoring
and has completed scaled pro;ects at state and national level0
A"ne'a 2arbon Ventures
www0agneya0in
%gneya 'ar,on <entures- a focused consulting organi6ation providing
solutions in the fields of car,on- renewa,le and sustaina,ility0 %gneya
'ar,on <entures is founded ,y alumni of IIM %hmeda,ad and IIM
3angalore in Septem,er ()*)0 %s a team- %gneya has wor"ed on first$in$
sector pro;ects in car,on credits- renewa,le energy- car,on footprinting and
car,on disclosure across real estate- infrastructure- pharmaceutical and
process sectors0 %gneya team mem,ers have relevant eAperience in
renewa,le energy pro;ects right from feasi,ility study to pro;ect
management and car,on advisory0 %gneya 'ar,on <entures also has
eAperience in eAecuting '/M pro;ects across technologies such as wind-
,iomass- ,iomethanation and energy efficiency0
.arrier 4nformation S'stems
www0harriersys0com
Harrier is a fast growing- IS5 H))*7())) certified- software services
company focused on developing software solutions for various industry
verticals0
pManifold partner's with Harrier to provide I4 implementation for
softwareEhardware application development- testing and maintenance
services to it's clients0
2lients
5ur clients range from a num,er of industries including Dnergy- I4- Infrastructure- Dducation- non$Profits and
others0
Select clients include-
2lients
5ur clients range from a num,er of industries including Dnergy- I4- Infrastructure- Dducation- non$Profits and
others0
Select clients include
-
2ontact %s
Ce are centrall' located in 4/D4A with liaison and partners spread across "loball') Iou can reach us
through options ,elow 5R write directly to any of our associates0'ontact Us
Ce are centrall' located in 4/D4A with liaison and partners spread across "loball') Iou can reach us
through options ,elow 5R write directly to any of our associates0
!agpur- India #Main office&
'rystal Pla6a- .evel (
(2J 'entral 3a6aar Road- Ramdaspeth
!agpur $ 11))*)
Maharashtra- I!/I%

Phone
>H* KK)?J??)JH #Fai6 Cahid&

5mail
contactLpManifold0com
%SA 67iaison 0ffice8
Mr0 /inesh 8ain
()() 'alamos 't0- Suite ()H
!aperville- I. J)J?+
US%
Phone
>* J+)$K?+$+?()
5mail
dinesh0;ainLpManifold0com
Pune- India #.iaison 5ffice&
Mr0 <i,hushan Caghmare
%($2)(- 5Aford <illage-
!ear Salun"e <ihar- Canowrie-
Pune $ 1** )1K
Phone
>H* )() 1*()2?+H
5mail
vi,hushan0waghmareLpManifold0com
2lean ,echnolo"'
'lean 4echnologies are intended to help improve practices of ,usinesses and people to ma"e the ,ecome Darth
more sustaina,le0 However- the maturity and adoption of such technologies and the corresponding ,usiness
models is still in a phase where things are ,eing tried and tested0 In such a scenario- policy ma"ers and
,usinesses struggle to define practices and models to ma"e the change mainstream0

Ce wor" with managers venturing in these emerging areas and support them through our "nowledge- networ"
& services to ta"e ,etter decisions and ma"e ,usiness happen0
4nformation ,echnolo"'

4he I4 sector has grown tremendously in the last ( decades with a large num,er of companies ,eing set up in
metro locations in India and a,road0 However- there is a growing set of companies eApanding their ,ase to tier$(
E tier$+ cities in India0 4he local I4 ,usinesses in these emerging locations have also ,ecome success stories and
more so continues to happen0
4he "ey issues these ,usiness face in the emerging locations are-
Setting up shop ,y chosing the right location using sound local intelligence
Reaching out to newer mar"ets and customers-
%cBuiring- nurturing & retaining talent- &
%dopting and institutionali6ing ,est in class practices for operations and mar"eting functions
Ce wor" with ,usiness leaders and owners to address these challenges and support their growth0
5ducation
Dducation in India is fast growing sector0 Cith the near$privati6ation policies of the government- the sector is
witnessing healthy competition and opportunities to serve the growing needs of the customer- whose
willingness to pay has vastly increased0

Ce wor" with educational institutions and service companies that support these institutions to improve
education delivery or directly wor" with students to positively affect their employa,ility0
Power Distribution #ranchisee
!ac*"round
/istri,ution Franchisee #or Distribution Power Franchisee or Power Distribution Franchisee or Power
Franchisee or /F& is an emerging PPP model in Indian /istri,ution power sector0 Chile it is not complete
privati6ation- it is a step to leverage ,est corporate practices- cut down high utility losses #national average %4'
of +?>M&- realise predicta,le cash flows directly from end$consumers and hence offers an attractive ,ig mar"et0
Cith moderni6ation of utility infrastructure #I4 automation- Measurements and Monitoring& under =overnment
of India's R$%P/RP program- the scale$up of /istr,ution Franchisee ,usiness stands at mar"et inflection point0
Further integration of the eAisting /istri,ution Franchisee model with /istri,uted =eneration #/=3/F
$ /istri,uted =eneration 3ased /istri,ution Franchisee& and consumer demand management would ,e advent
of India into Smart /istri,ution or smart grid0

pManifold ,hou"ht 7eadership in Smart Distribution 9 %tilit' Monitorin" and Distribution
#ranchisee
'onference- Summit- Focused =roups #<iew&
System 4hin" ing $ group of eAperts sharing their "nowledge and opinion #<iew 3log&

pManifold Ser:ices in %tilit' Monitorin" and Distribution #ranchisee
esearch
Mar"et intelligence
Utilities and Policy ma"ers perspective on /istri,ution Franchisee
'ustomer Satisfaction survey for Utilities
/istri,ution Franchisee scale$up & advocacy
'ustom
2onsultin"
Dntry strategy
Financial modeling & 3id recommendation
/istri,ution Franchisee site survey- asset health maps- intelligence & analytics
Utility Performance %udit & Monitoring
5perational consulting
4ransaction %dvisory
4nitiati:es
4hought .eadership in /istri,ution Franchisee $ outreach- eAtension & networ"ing
'onferencesE Cor"shops
Utility and /istri,ution Franchisee sta"eholder engagement initiatives
In$'ompany 4raining

0urs and our Partner;s e<pertise
Ce have esta,lished a strong delivery team to provide a,ove services with eApertise in7
/istri,ution 5perations- Regulations & Policy
Utility Management & Performance
=IS & Power$networ" Information Maps
I4 E DRP Solutions for Utility
3usiness Modeling & Mar"ets
Real$time Measurements & Dnergy %udit
Utility Financial %udits and accounts
4echnologies
%nalytics- Intelligence and Performance Monitoring


'lean 4echnology
7atest blo"s from our team)))
4en twin cities to come up for /istri,ution Franchisee in 3ihar
3ihar is one of the fastest growing States in the 'ountry and has acBuired considera,le attention th
Dm,edding Financier's & .enders perspective in design of Power /istri,ution Franchisee
5ne recent success for /istri,ution Franchisee model in the country was first de,t funding to Dssel
3ihar /istri,ution Franchisee Updates7 ( .oIs issued in March
3ihar State Power Holding 'ompany .td #3SPH'.&- the state owned Power /istri,ution utility has recen
'omparative <iew of ey Performance Indicators across =u;aratNs Power /istri,ution Utilities
Paschim =u;arat <i; 'ompany .td0 #P=<'.&- the largest Power /istri,ution Utility- compared to other
Interview with Mr0 %;ai !irula- '55 at 4P$//. on PPP models for Power Utilities in India
Mr0 %;ai !irula- 'hief 5perating 5fficer #'55& at 4ata Power $ /elhi /istri,ution .imited #4P$//.& w
3efore you start consumer indeAing000
4here has ,een a huge hue and cry a,out the unavaila,ility of consumer data with the Indian utilitie
IU%! Session + Proceedings7 Strategi6ing <endor Management 9 'olla,oration- Innovation- and Integration
Utilities are heavily driven ,y outsourcing of products and services- ,ut most times- their int
Interim #or Mini& /istri,ution Franchisee through MoU route 9 new initiative from MSD/'.
MSD/'. has ta"en another step in appointing Interim #or mini& /istri,ution Franchisee in Multi$store
Scale$up & /iversify Power /istri,ution PPP portfolio #8oin IU%! conference $ *(th Fe,- /elhi&
Cith developing ecosystem around /istri,ution Franchisee model #?)> RFPsED5Is- ((> startEin$operatio
Price ,id curves and analytics from 3ihar /istri,ution Franchisee pro;ects
5ur earlier ,log 'ey amendments in 3ihar /istri,ution Franchisee after pre$,id meeting' covered "ey
,en twin cities to come up for Distribution #ranchisee in !ihar
Posted ,y un;an at J7)* PM in 3ihar- /istri,ution Franchisee- Power /istri,ution Franchisee !o comments7
3ihar is one of the fastest growing States in the 'ountry and has acBuired considera,le attention throughout the
country and even a,road for its remar"a,le performance on the development front0 4he reBuirement for an
enhanced 4ransmission and /istri,ution #4&/& infrastructure has ensured a firm commitment from the State
=overnment- for transforming the present power sector scenario- in the form of assured finance through grants
or various =overnment schemes and availa,ility of resources in the region0
In order to eApedite the reforms process- the management of the newly formed 3ihar State Power Holding 'o
.td #3SPH'.& has organi6ed a conference to update potential private sector participants on the developments
in the 4&/ sector and understand the eApectations of /evelopers- DP' 'ontractors and Manufacturers through
the conference $ 'Destination !ihar= 0pportunities in !ihar State>s ,ransmission and Distribution Sector'0
4he conference was organi6ed ,y #eedbac* 4nfra P:t 7td in different cities of India with the top management
of 3SPH'. with the following %genda7
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,hursda'? (une 1@? 1013
5mbeddin" #inancier;s 3 7enders perspecti:e in desi"n of Power Distribution #ranchisee
Posted ,y un;an at **7+) %M in /istri,ution Franchisee- Dnergy- DApert 5pinions- Financing- Interview-
Investors !o comments7
5ne recent success for /istri,ution Franchisee model in the country was first de,t funding to Dssel /F pro;ect
at !agpur0 S3I 'aps was involved in /e,t Syndication partner role0 Rahul 3agdia from pManifold 4eam
recently spo"e to Mr) Sudarshan Mohotta? <P Pro;ect %dvisory & Structured Finance /ivision- S3I 'apital
Mar"ets0 Mr0 Mohotta and his team were instrumental in closing this deal0 He has around *2 years of eAperience
in pro;ect & corporate finance and ,an"ing including financing of infrastructure pro;ects0 %t S3I 'aps- he has
,een actively involved in structuring and evaluating infrastructure pro;ects and arranging funds with focus on
power- port and road sector0
4his interview focuses upon 'What will brin" confidence amon"st in:estors to in:est in Power Distribution
#ranchisee models?' 4he ,elow shared are the author's personal views and not to ,e associated with any of his
company's and other associations0
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Sunda'? April @? 1013
!ihar Distribution #ranchisee %pdates= 1 7o4s issued in March
Posted ,y un;an at ?7+) PM in 3ihar 3ids- /istri,ution Franchisee- Dnergy- P/F- power !o comments7
3ihar State Power Holding 'ompany .td #3SPH'.&- the state owned Power /istri,ution utility has recently
issued .etter of Intent #.oI& of /istri,ution Franchisee of Mu6affarpur and 3hagalpur regions to Dssel Utilities
and SPM. respectively0 4he .oIs has ,een issued in March ()*+0
4ender for appointment of distri,ution franchisee in PDSU & =aya regions has ,een cancelled0 It is eApected
that 3SPH'. will float new tenders for these ( regions soon0
Ce wish the winning two companies successful operationali6ation so that the /F model achieves its potential0
For latest updates and information from the Power /istri,ution Franchisee industry- ;oin our '.in"edIn =roup'
having 2))> industry professionals0
Posted ,y $ un;an 3agdia L pManifold
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#rida'? April 5? 1013
2omparati:e View of -e' Performance 4ndicators across &u+arat>s Power Distribution
%tilities
Posted ,y un;an at *(7?1 PM in /istri,ution Franchisee- Dnergy- P=<'.- power- Power /istri,ution
Franchisee !o comments7
Paschim Gujarat Vij Company Ltd. (PGVCL), the largest Power Distribution
Utility, compared to other distribution utilities in Gujarat, is serving more than
47 lakhs customers, across 8 districts and 44 divisions !he utility PG"#$ has
considerable losses %both &ggregate !echnical ' #ommercial %&!'#( and
!ransmission ' Distribution %!'D(( compared to other utilities and hence, is
evaluating di))erent options o) Public Private Partnership %PPP( models to
improve the operational e))iciency and per)ormance monitoring !hey are
evaluating various models including the *nput +ased Distribution ,ranchisee
%*+D,(, $ight #ape- new .rissa model and others !o have a detailed
understanding o) *+D, model, a team o) PG"#$ recently visited /01D#$2s
o))ice in /umbai )or a deeper study on the model
p/ani)old has done a 3uick market research to understand the per)ormance o)
Gujarat2s distribution utilities on key parameters using its D, &ttractiveness
/atri- !he data used is o) the ,4 5677875
ey eAcerpts are mentioned ,elow7
PG"#$ has highest area compared to other utilities, covering scattered
geography with 8 districts and 44 divisions
!otal number o) customers is double in PG"#$ as compared to others,
with highest percentage o) &gricultural customers %ie 977:( )ollowed by
UG"#$ with %98:(
$osses are highest in PG"#$, compared to others due to larger
proportion o) agriculture sales Due to this, the state regulatory has set
trajectory o) 5: loss reduction per year )or PG"#$ and 7: )or others
&verage cost o) supply %&#0( is highest )or PG"#$ and its sales
reali;ation is least
<uarterly !rans)ormer ,ailure rate is also highest )or PG"#$
&part )rom the above points, based on the analysis o) tari)) reports, it is
observed that the tari)) )or domestic and agriculture customer categories has
remained at 76886: and 568=6: o) the average cost o) supply, while the non8
domestic and industrial categories pay in the range o) 75687>6: respectively,
across di))erent utilities !hus, non8domestic and industrial revenues continue
to cross subsidi;e agriculture and domestic categories
?ith a view to reduce the losses and improve the overall system e))iciency,
PG"#$ has taken a good initiative to understand more on the Distribution
,ranchisee model ?e hope that the preliminary thoughts picks up more
traction in coming time period so that the D, model develops )urther and reach
to its potential
Posted by 8 @unjan +agdia A p/ani)old
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4nter:iew with Mr) A+ai /irula? 200 at ,P9DD7 on PPP models for Power %tilities in 4ndia
Posted ,y un;an at *(7?+ PM in /istri,ution Franchisee- Dnergy- DApert 5pinions- Interview- IU%!-
IU%! ()*+- power !o comments7
Mr0 %;ai !irula- 'hief 5perating 5fficer #'55& at 4ata Power $ /elhi /istri,ution .imited #4P$
//.& was one of the sessions moderator in recently concluded IU%! ()*+0 %s a veteran in the Power
industry- he shared his inputs on various distri,ution reforms and the challenges associated with it0
*0 Chat are the current trends in PPP models for Power Utilities in IndiaG
o Presently- three ,usiness models are in eAistence i0e0 Privatization, Franchisee Based (Unit
Based Input Model) & Concession Based #!ow recommended ,y Planning 'ommission&
#ranchisee !ased Model7 5perates in designated areas- responsi,le for networ"
maintenance- for a fiAed period #generally *? Irs0&- 3idding is done on price you pay for
per unit power purchased
2oncession !ased Model7 FiA tenure for (? Irs0- 3idding party gets a license to operate
in the area- ,idding is done on via,ility gap funding concept
Pri:ati$ation Model 6DelhiA0rissa87 Responsi,le for %4&' Reduction & maintaining
relia,ility of networ"- licenses to operate in designated areas- asset valuation at a notional
value- incentivi6ation on overachievement of targets- =overned through a regulator
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#rida'? March B? 1013
!efore 'ou start consumer inde<in")))
Posted ,y Sandeep Caghmare at H7(? PM in (1A2- 'onsumer IndeAing- /istri,ution Franchisee- IU%! ()*+-
monitoring- training- Utility Monitoring- Cater !o comments7
4here has ,een a huge hue and cry a,out the unavaila,ility of consumer data with the Indian utilities0 However-
the Buestion that needs to ,e as"ed is that whether we have really made an effort to collect the right data setG
%nd if we have- do we have the processes to continuously update the data,ase and maintain itG
In this post- I've tried to list down ,a,y$steps that would go a long way in creating a relia,le and comprehensive
customer data,ase through the 'onsumer IndeAing #'I& process0
C 1 2reate consensus on how the data is reDuired across the teams within utilit'
% lot needs to ,e done to really come to a common consensus across the utility sta"eholders a,out how the
utility plans to use the consumer data- not ;ust to create a data,ase ,ecause it's a mandate in the contract0 4his
would also reBuire the utility to pro;ect and decide how the data will ,e maintained finally when the utility
operations smoothen up in due course0
Further- one also needs to ta"e a call on what data is the priority and when and how it will ,e collected0
C 1 2reate a methodolo"' to collect the data
!ow- most widely used methodology currently adopted is the consumer surveys or consumer indeAing- as many
call it0 However- the whole process is eAtremely tedious and static0 5ne needs to thin" destructively to really
create a methodology which will ,e- not ;ust fast- ,ut also relia,le enough to feed data continuously to the other
internal teams0
4his could encompass use of social media to really entice and engage the customers to voluntarily post their
data and update their data0
Chat precaution needs to ,e ta"en is to adopt a infrastructure to really accept data from multiple sources and
consolidate the same into one piece of data0
C 3 Support s'stems needs to be desi"ned and put in place to recei:e and or"ani$e the customer data
%s the process of consumer data upgradation pic"s up pace- the utility should really ,e ready to receive huge
chun"s of data from various sources $ vi60 legacy systems- new connections- on$field chec"s- consumer
indeAing process- social media- etc0
I ,elieve that MS DAcel is fairly strong a tool to manage such data- provided the data structure is correctly
created0 %t the same time- appropriate end$to$end integration needs to ,e done for the data collection
methodology0
C E Selectin" the ri"ht tool for the ri"ht data
=IS systems- though ,eing one of the latest of technologies adopted ,y the utilities- has a ma;or draw,ac"0 4he
data once imported into a =IS system is static0 % =IS system will always ta"e only that data as input that you'll
feed to the system without doing any sanity chec"0
!ow this creates a ma;or loop hole in the system that can only ,e fiAed ,y selecting a robust tool for data
collection0 4his tool should also ta"e into account that at times- the data might need to ,e collected from the
field0 5ur eAperience in the field of customer data collection has proved that even a simple smart phone
integrated with we,$,ased forms is good enough0 However- a well$designed consumer survey form is the
easiest of all techniBues used to initially populate the customer data,ase0
5nce the ,ase$data is ready- the 3illing 'enters and 'ustomer 'are 'enters should ,e developed to act as the
nodal touch-points to gather the customer data on a more regular process0
C 5 2reate the ri"ht trainin" and monitorin" modules
Dven with the ,est of the methods and tools- without a systematic training and monitoring methodology- a good
consumer indeAing process could go for a toss0 Right tools for training- and data audits are indispensa,le parts
of the 'I process
5ne of the spea"ers at the recently concluded India Utility nowledge and !etwor"ing 'onference #*($Fe,$
()*+- !ew /elhi& pointed out that the utilities will go slow when it comes to adoption of technology and partner
with smaller- local players to help them roll out the operations0 Ce ,elieve that there is a whole lot of internal
thin"ing that needs to go in to really ensure that the utilities hit the ground running0 .ac" of clarity from the
utility- coupled with the inefficiencies of the local players could "ill the effort spent in the consumer indeAing
process0
Further readings7 Putting your ,est foot forward $ 3est Practices in 'onsumer IndeAing
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Saturda'? March 1? 1013
4%-A/ Session 3 Proceedin"s= Strate"i$in" Vendor Mana"ement F 2ollaboration?
4nno:ation? and 4nte"ration
Posted ,y un;an at +7)) PM in /istri,ution Franchisee- IU%!- IU%! ()*+- <endor !o comments7
Utilities are heavily driven ,y outsourcing of products and services- ,ut most times- their integration is limited
,y lac" of strong S.%s and vendor management practices0 4he new private operators usually start dealing with
several products and contractors- and already scarce Management ,andwidth gets occupied in monitoring and
renegotiating contracts and performance0 Strong vendor management should ,e a "ey point for private players
ta"ing over power distri,ution0
4he "ey Buestion here was
*0 'an organi6ed vendors ,e developed with more end$to$end managed services for these new PPPsG
(0 Chat new ,usiness models need to emerge for such managed services that have performance$lin"ed
contractsG
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,hursda'? #ebruar' 1B? 1013
4nterim 6or Mini8 Distribution #ranchisee throu"h Mo% route F new initiati:e from
MS5D27
Posted ,y un;an at *7)) PM in /istri,ution Franchisee- Dnergy- Interim /F- Mini /F- MSD/'.- P/F- power
!o comments7
MSD/'. has ta"en another step in appointing Interim (or mini) Distriution Franchisee in Multi$storey
,uildings in its continuous effort to reduce %4&' losses- improve customer services and collection efficiency0
%fter the appointment of /istri,ution Franchisees for ,igger circles li"e 3hiwandi- !agpur- %uranga,ad and
8algaon- they are now appointing Mini /istri,ution Franchisee in areas such as $ !ural " #ill$ area havin%
scattered net&or', I(- Par', )*+, etc,, Uran (o&nship -rea and others includin% small colonies (havin%
.// connections or more)- ,y signing a Memorandum of Understanding #MoU&0
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Sunda'? #ebruar' 3? 1013
Scale9up 3 Di:ersif' Power Distribution PPP portfolio 6(oin 4%-A/ conference 9 11th #eb?
Delhi8
Posted ,y un;an at H7?J PM in 'lean4ech- /istri,ution Franchisee- Dnergy- IU%!- Sta"eholder
Dngagement- Cater !o comments7
?ith developing ecosystem around Distribution ,ranchisee model %>6B C,PsD1.*s, 55B startDin8
operations in last 5 years(, and push )or )urther new roll8outs in light o) re8structuring o) Discoms,
there is need )or a care)ul discussion on scaling8up o) right model going )orward *t is with this
objective that p/ani)old has organised EIndia Utility Knowledge and Networking
%IUKAN 8 wwwiukanin( con)erence on 75th ,eb, Fotel $e /eridien, DelhiE *t shall )ocus on
E#hallenges and +est Practices in .perational Coll .uts o) Power ' ?ater Distribution
PPPsE %Download detailed 0chedule )or topics and 0peakers, and overall +rochure(
/r &joy /ehta %/D, /01D#$(, /r /ohd 0uleman %1nergy 0ecretary, /P( and /r &nil
Ca;dan %1- Power 0ecretary, Go*( will share their re)orms journey, and )urther road map
)or D, (Good opportunity to influence policy & RFP changes)
!ata Power, 1n;en, 1ssel, 0panco, &5G, 0/0 groups sharing their +idding, Coll8outs, $oss
Ceduction and )irst year mobilisation learnings (Learn winning bid and practical operational
strategies)
0+* #aps, *D,# to share risk )ramework o) D, model and its cash )lows, and what new
)inancial structuring will increase Debt )unding sources (Get linked for your new/existing
proect!s "ebt # $%uity funding)
P!# ,inancial 0ervices to share its ideas on raising an &ggregator ,inancial *ntermediary,
to align various schemes and give Guarantees )or attracting primary capital market )unding
into D, and new PPP models (Get easy access to "F financing for scale&up)
#C*0*$ to share its )ramework )or credit rating o) D, project ('ncorporate learned (P's in
your Perfor)ance *anage)ent and reduce interest rates on your ter) loans)
/01D#$Es topmost FC senior to share his handling o) Discom employees deputation with 4
D,s in /aharashtra (+nderstand "isco)!s perspecti,es on e)ployee deputation- and
engage your e)ployees better)
Pw# and *$',0 to share learnings )rom !ransaction &dvisory and Project /anagement
across di))erent states and projects (Learn best practices in proect )anage)ent of "F)
+escomEs /D, HDP$Es #hie) #ommercial .))icer, and 1sselEs #onsumer 1-perience .))icer
to share their customer engagement strategies that helped them cut losses and improve
collections (Learn how the )ost essential of econo)ic assets- is the health and strength of
the co)pany.s relationship with its custo)ers)
&++, *n)osys, 0ecure, *+/, &5G to share their step )orward in o))ering E/anaged 0ervices
/odelE to D, and new PPP operators ($ngage the) and other /endors participating to
build a strong 0er,ice Pro,ider $cosyste)- to start with strong do)ain partners on day one-
and low upfront capex)
?e assure this is no Generic con)erence, and is super value8pack with top =6B 0peakers, and 566B
all stakeholders +est is in addition to Power Distribution, you will learn about e3ually )ast emerging
?ater PPP models, and )urther diversi)y your companyEs Utility port)olio, more so as same !ier85 and
= towns are undergoing both PPPs %by estimates, *ndia has touched less than 7: market share o)
PPPs in utilities(
#onsider investing in this high 3uality cross8learning by attending this con)erence yoursel), and also
nominating colleagues )rom your organisation 8 #orporate 0trategy, +id !eam, +U Fead, .perations
Fead, #ustomer Fead, ,inance Fead, #ontracts ' Procurement Fead
,irst o) its kind con)erence 8 you can interact, write to and speak to the 0peakers prior to the
con)erence *n)act our 0peakers would love this, to get better grounded with D,
challenges %4ou can write to me your views, and * can appropriately connect you with our
0peakers !ime being short, re3uest you make use o) this week and weekend )or doing this
on priority !his way, you can be assured that your views and observations will )ind
importance at the con)erence(
G11 Hews shall be covering the con)erence, and has interest to speak to Utility veterans
$et know your interest on the same, as it could be good opportunity to rightly position your
companyEs uni3ue e))orts to operationalise the D, model
* am sure that you and your organisation will stand united and co8own this *ndustry e))ort to start re8
constructing sustainability in our Utilities, and )urther improve end8services delivery to customers
* and you can %*8U8@&H(I
Posted byJ @unjan +agdia A p/ani)old
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Saturda'? December B? 1011
Price bid cur:es and anal'tics from !ihar Distribution #ranchisee pro+ects
Posted ,y un;an at (7)K PM in 3ihar 3ids- 'lean4ech- /istri,ution Franchisee- Dnergy !o comments7
5ur earlier ,log 'ey amendments in 3ihar /istri,ution Franchisee after pre$,id meeting' covered "ey points
raised in pre$,id meeting and its responses in revised amendments0
3ihar State Power #Holding& 'ompany .imited #3SPH'.& has given minimum ,enchmar" input price curve
for all the regions- mandating ,idders to ,id higher than given price curve for all *? years0 4he ,idders in pre$
,id meeting reBuested to lower or removed the rates- as current rates to allow them innovating on financial
structuring0
See ,elow ta,le with useful ,id analytics #clic" on the image to see enlarged view&7
Some top level o,servations are7
%verage growth rate of around ()M in initial first ( years- with maA0 in first yearP followed ,y receding
growth rate to average *)M ,y ? yearsP almost sta,le and slow receding of around )0?M until *? years
=aya has lowest start point at Rs0 *0JK1E"Ch- with PDSU highest at Rs0 +0++)E"Ch
3hagalpur has lowest end point at Rs0 10*(1E"Ch- with Mu6affarpur highest at Rs0 1021(E"Ch
4he ratio of ma<) to min0 rates for each curve is close to )01 and a,ove
o 4he highest ratio is for PDSU- resulting into lowest delta of Rs0 *0)K? ,etween the maA and min
rates of price curve
o 4he lowest ratio is for =aya- resulting into highest delta of Rs0 (0?J+ ,etween the maA and min
rates of price
4he .evelised Input Price #.IP& calculated at discount rate of **0)KM is highest for PDSU at Rs0
10*?1E"Ch- followed ,y Mu6affarpur- with lowest for 3hagalpur at Rs0 +0(K)E"Ch
%verage 3illing Rate #%3R& of =aya is lowest at Rs0 ?0+*)E"Ch- revealing greater improvement
opportunity for that /F0 5n the other hand- PDSU has highest %3R of Rs0 ?022)E"Ch
Ratio of %3R to .IP is highest *02(J for 3hagalpur- *0?H* for =aya and lowest *0+K) for Mu6affarpur0
#4his ratio is static indication of profit margin for ,idders- with close to *0)) value is indication of lower
margins and higher ris"s for /F operator&
Posted ,y7 un;an 3agdia L pManifold
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,hursda'? December G? 1011
-e' amendments in !ihar Distribution #ranchisee after pre9bid meetin"
Posted ,y un;an at 171( PM in 3ihar 3ids- 'lean4ech- /istri,ution Franchisee- Dnergy !o comments7
3SD3's #hereafter referred as 3ihar State Power #Holding& 'ompany .imited #3SPH'.&& organi6ed pre$,id
meeting on revised 3ihar /istri,ution Franchisee on *Jth !ov0 ()*( saw good participation from around *)>
companies0 4he companies that participated are Reliance Infrastructure- 4ata Power- /irect Media /istri,ution
Pvt .td- Supreme Infrastructures- Spanco .td- /elhi- SPM.- 'DS'- Pan India !etwor" .td0- Shyam Indus Pvt
.td- etc0
4his is the third attempt ,y 3SD3 to privati6e the power distri,ution in its areas of Patna- Mu6affarpur-
3hagalpur & =aya0 Darlier in ())H- =lodyne Power .imited and 'DS' were the highest ,idder and second
highest ,idders respectively0 .ater- 'DS' ,ecame highest ,idder as =lodyne was held ineligi,le for
participating in the ,id after its partner stepped out of the consortium0 In 8une ()**- 3SD3 cancelled 'DS''s
,id- saying that it would lose heavily if it awards ,id to 'DS' as the tender was floated in ())H on the ,asis of
tariff rate of ())2$)K0 In second attempt- only Dssar Power su,mitted and others refrained from su,mitting ,ids
due to certain issues on Minimum 3enchmar"ing Price- ,ut as Dssar has not su,mitted formal acceptance within
timescale- .5% was cancelled0
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Wednesda'? /o:ember 1B? 1011
5ase of doin" Distribution #ranchisee business 9 Mu$affarpur 7ocal 4ntelli"ence
Posted ,y <init 4aori at (7?2 PM in 3idding- 3ihar 3ids- /istri,ution Franchisee- Dlectricity Utility- local
intelligence !o comments7
Muzaarpur located at 2607N 8524E. The district occupies an area of 3173 !. "u#affarpur lies $et%een
the &urhi 'anda (i)er and *urdoo nallah. "u#affarpur is one of the !an+ ,ate%a+s to Nepal.
e"ion Mu$affarpur
Municipal 2orporation Mu6affarpur Municipal 'orporation
/o) of .ousehold J?)-KK(#())*&
Male population (-?*2-?))
#emale population (-(J*-**)
,otal population 1-22K-J*)
Densit'6peoplesAsD)*m8 *-?)J
Slum population 221?J #()**&
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,uesda'? /o:ember 1@? 1011
5ase of doin" Distribution #ranchisee business 9 &a'a 7ocal 4ntelli"ence
Posted ,y <init 4aori at +7(H PM in 3idding- 3ihar 3ids- /istri,ution Franchisee- Dlectricity Utility- local
intelligence !o comments7
=aya is located at (102KQ! K?0)QD0 =aya is the second largest city of 3ihar0 =aya is *)) "ilometers south of
Patna- the capital city of 3ihar0 Situated on the ,an"s of Phalgu0 It is surrounded ,y small roc"y hills ,y three
sides and the river flowing on the fourth #eastern& side0
e"ion &a'a
Municipal 2orporation =aya Municipal 'orporation
/o) of .ousehold ?*)-HJK#())*&
Male population (-(JJ-KJ?
#emale population (-**(-?*K
,otal population 1-+2H-+K+
Densit'6peoplesAsD)*m8 KK)
Slum population (JJ()#()**&
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Monda'? /o:ember 1G? 1011
5ase of doin" Distribution #ranchisee business 9 P5S% 7ocal 4ntelli"ence
Posted ,y <init 4aori at (7(? PM in 3idding- 3ihar 3ids- /istri,ution Franchisee- Dlectricity Utility- local
intelligence !o comments7
%part from technical & financial parameters it is important for the ,idders to evaluate the local intelligence for
its operation & ease of setting up a ,usiness0 pManifold has developed a process to research on the local
intelligence through its networ" & secondary research to provide ,idders with glimpse of the region on
/emographics $ Social & Dconomical- Political sta,ility & activities & ena,le them ma"ing right decisions0
3elow is the Buic" snapshot from the local intelligence report from pManifold on Dase of 5perationali6ing
/istri,ution Franchisee0
Patna is the capital city of 3ihar state0 It is located on the south ,an" of the =anges River0 4he city is
approAimately +? "m long and *J "m to *K "m wide0 4he ta,le ,elow shows the Buic" facts a,out the region
Patna
Municipal 2orporation Patna Municipal 'orporation #PM'&
/o) of .ousehold 2(J-+J1 #'ensus ())*&
Male population +-)?*-**2
#emale population (-2(*-JK2
,otal population ?-22(-K)1
Densit'6peoplesAsD)*m8 *-K)+
Slum households *?*J+
Slum population J+0?M #'ensus ())*&
7iterac' ate 2(012M
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Saturda'? /o:ember 1E? 1011
!ihar calls a"ain= e:ised E Power Distribution #ranchisees for Patna? Mu$affarpur?
!hahalpur and &a'a
Posted ,y un;an at 27)? PM in 3ihar 3ids- 'lean4ech- /istri,ution Franchisee- Dnergy !o comments7
3ihar State Dlectricity 3oard #3SD3&- after a long gap of nearly ( years has come ,ac"- issuing revised ReBuest
for Proposal #RFP& for appointment of /istri,ution Franchisee for following areasEregions7
PDSU %rea
Mu6affarpur town and ad;oining areas
=aya town and ad;oining areas
3hagalpur town and ad;oining areas
%t last- 3SD3 got a final go ahead from the High 'ourt to re$initiate its privati6ation initiative for Power
supply- which went into long litigation detour with earlier entrusted Dssar Power group0 Having not received
formal acceptance from Dssar to its issued .5I in$time- 3SD3 has cancelled the ,id- and issued fresh tender on
5ct ((- ()*(0
4he model is *? years Input 3ased /F- with ,elow compared heterogeneity in !etwor"- 'onsumers and
Revenue0 ey parameters li"e Consumer Base, Connected 0oad (M1), Unit )ales (MUs), !evenue Billed
(!s, Cr,) and !evenue Collected (!s, Cr,) for all the areasEregions are compared across consumer categories
#,roadly Residential- 'ommercial- Industrial #.4 & H4&- Irrigation&0
5ther important parameters li"e .osses- %verage 3illing- 'ollection Dfficiency are shown ,elow0 Few eAcerpts
from the same are as follows7
Input Units is highest for PDSU- followed ,y Mu6affarpur- =aya and 3hagalpur
4ransmission & /istri,ution #4&/& losses is highest for =aya- followed ,y 3hagalpur- Mu6affarpur and
PDSU
'ollection Dfficiency is least for 3hagalpur and highest for PDSU
'alculated %4&' losses is highest for =aya- followed ,y 3hagalpur- PDSU and Mu6affarpur0
Important Dates:
% pre$,id meeting is scheduled on *Jth !ov- ()*(0
.ast date of su,mission of 4echnical ,id $ *2th /ec- ()*(0
Ce wish good turnout and rationale ,idding for these new coming /F opportunities0 pManifold services
include for /F turn"ey ,id advisory including Partner Identification- 4echnical /ue$/iligence- Financial 3id
Modeling and 3id Preparation0 For more details- contact at rahul0,agdiaLpmanifold0com or
"un;an0,agdiaLpmanifold0com
RFP can ,e downloaded from the following lin"7 http7EEtenders0,ih0nic0inEtenderdocsE4/$)*$(*$*)$()*(0pdf
Posted ,y7 un;an 3agdia L pManifold
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#rida'? /o:ember 1? 1011
;#inancial 4nstitutions with outstandin" debt to Discoms should ta*e 5Duit' position under
planned restructurin" to brin" effecti:e Performance Mana"ement; sa's Amul'a
2haran
Posted ,y un;an at (7+2 PM in 'lean4ech- /istri,ution Franchisee- Dnergy- DApert 5pinions- Interview !o
comments7
Mr0 %mulya 'haran- 'hief Mentor- Power 4rading and %dvocacy at 4ata Power has ((> years of eAperience in
the Indian Power Sector- spanning =eneration- 4ransmission- /istri,ution and 4rading0 Cith senior Mgmt0
roles at !4P'- Power =rid- 4ata Power .td0- he was eA$ M/ at 4ata Power 4rading 'ompany .td for four
years0 Mr0 'haran shared following views in recent meet with pManifold0
2uestion .7 What are the Key Issues with our Discoms?
S5! #inancial .ealth F another sub9prime crisis in the ma*in"
o 4he cash losses of SD3s have increased 1)A FI)?$)H to a colossal Rs (K1 ,n and %4&' losses
continue to scare at (KM #%ll India&
o 4hese losses along with theft of electricity and insufficient increase in tariffs have ,een the
reason for staggering financial losses and curtailing their a,ility to service their customers
o 4he investment ,y discoms in upgrading the distri,ution infra is much lower than reBuired due to
unavaila,ility or limited availa,ility of cash
.i"h Debt e<posure of lenders to the Power Sector
o 5utstanding de,t of state power utilities have grown to a staggering Rs J la"h crore or JM of the
=/P0 Roughly a third of these are loans ta"en to fund past losses which cannot ,e serviced
through tariff hi"es and- hence- are ,eing considered for a ,enign restructuring ,y the 'entre0
Unless ,ig reforms are underta"en to stem losses and spur revenue streams- these lia,ilities
would grow further to Rs 20+ la"h crore ,y March ()*+0 4his loo"s li"e a reasona,le estimate-
given that annual losses #after receipt of su,sidy& of discoms in the country were Rs 1(-1*? crore
in ())H$*)- up *KM over the previous year0
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,uesda'? 0ctober 30? 1011
D# Attracti:eness Matri<= e:ised E #Ps for !ihar Distribution #ranchisees
Posted ,y un;an at J7?? PM in 3ihar 3ids- 'lean4ech- /istri,ution Franchisee- Dnergy !o comments7
Recently- 3SD3 has released revised RFPs for Power /istri,ution Franchisee for 1 districts in 3ihar $ PDSU-
Mu6affarpur- =aya and 3hagalpur0
pManifold's /F %ttractiveness MatriA- provides a Buic" comparative study on "ey decision parameters
for 3ihar 1 /Fs with reference to other states /Fs li"e for !agpur- %gra- =walior and 8amshedpur0 (click on the
image to see enlarged view
Some of the "ey eAcerpts are highlighted ,elow7
4he current /F scope is at /istrict .evel for all the areas0 %d;oining areas #approA within *?$() "m& are
also in scope of /F0
=eographical %rea #SB0m0& is not mentioned in the RFP0 However- a rough map #not to scale& is
provided in RFP for indicative purpose0
Patna city and its ad;oining areas comes under PDSU- which has the highest consumer ,ase compared to
other areasEregions0 5thers are in the range of consumer ,ase of *0*? la"hs0
'onnected .oad #in Cs& is highest in PDSU area- followed ,y %gra- 8amshedpur and !agpur in that
order0 'onnected .oad for Mu6affarpur and 3hagalpur is provided only at ur,an #i0e0 town& level and
not at district level0
Dlectricity Sales #.Us& is highest in PDSU area- followed ,y 8amshedpur and %gra in that order
'ollection Dfficiency is second highest for PDSU area- after !agpur- while it is comparatively low for
other towns #i0e =aya- Mu6affarpur and 3hagalpur in that order& creating good opportunity there for
improving commercial losses from effective /F operations0
/istri,ution losses is highest for =aya- followed ,y 3hagalpur- =walior in that order0 PDSU area has
least /istri,ution losses in 3ihar regions0
%4&' losses is highest for =aya- followed ,y =walior0 In 3ihar- %4&' losses from high to low ran"
from =aya- 3hagalpur- PDSU and Mu6affarpur0
%verage 3illing Rate #%3R& is among the highest for all the areas in 3ihar #%vg0 Rs0 ?0?KE"Ch&- which
is highest when compared to others li"e =walior- !agpur- etc0 #4his raises some concerns on the
relia,ility of the shared %3R rates&
3SD3 has specified minimum 3enchmar" Input Price's for ,idders0 4he minimum ,enchmar" price is
for =aya- followed ,y 3hagalpur- and highest for PDSU area0
'learly- across all regions- PDSU area will li"ely attract more ,idders ,ecause of its volume0 4he other +
regions will attract small and new players to develop their ,ase in fast emerging /F landscape in India0 4he
,aseline shared in RFP is still not very strong- and will attract many Buestions during the pre$,id meeting- that
is planned for *Jth !ov- ()*(0 Dmerging 3ihar calls again and this time for success of its first /F model- which
will hopefully see increased participation0
Reference7 3SD3 RFP http7EEtenders0,ih0nic0inEtenderdocsE4/$)*$(*$*)$()*(0pdf
Posted ,y7 un;an 3agdia L pManifold
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,hursda'? 0ctober 15? 1011
Part 1 of 1= 4nter:iew at euters on future of Power Distribution #ranchisee model in 4ndia
Posted ,y un;an at +7(+ PM in 'lean4ech- /istri,ution Franchisee- Dnergy- Interview !o comments7
1his is se%uel to 2Part 1 of 2: Interview at Reuters on future of Power Distribution Francisee !odel in India 23
"uestionJ ?F4 +*DD*HG PC.#100 !&@10 0. $.HG &HD ?F4 D.10 *! &!!C&#! 0. ,1? +*DD1C0K ?F&! *0
,UC!F1C H11D1D !. 0!C1HG!F1H D, /.D1$K
#$anifoldJ 0ome suggestions on the same are as )ollowsJ
Gaps Impact N!!d!d Int!r"!ntion
*nade3uate and mis8
represented
+aseline in)ormation
)or bidding
*rrational bidding
Delayed bid decision, because o)
revisions, and litigationEs
,inancial and Hon per)ormance risk
)rom D, operator
D*0#./ to invest in right !echnical and
#ommercial due8diligence )or )orming the
C,P baseline and have it audited by
an independent agency
D*0#./ taking responsibility o) wrong
baseline
Poor stakeholder
engagement during the
bid process
Poor )inal bid participation
Cisk o) re8tendering to mitigate
poorer competition
Hon8optimal D, terms and
conditions, leading to later
contractual con)licts, and non
per)ormance
1ngage 0tate Govt, D*0#./, Cegulator,
+idders and Utility employees well into the
D, conceptuali;ation
*ncrease transparency o) processes and
decisions
#onstrictive, open
ended and non8optimal
contract design
/inimum benchmark bid prices,
disallow )inancing creativity )rom
+idders
#onstrictive elements like improper
1scrow design, unclear asset
!here is need )or clearer 1-it options, to
make the model attractive )or private
Developers and P1 investors
+etter design o) 1scrow mechanism to be
)avourable )or bank )inancing
ownership etc creates di))iculty )or
)inancing
#onstrictive 3uali)ication criterion
%like asking )or end8to8end distribution
e-perience, not allowing consortium
bidding( brings poorer participation
and hence poorer bid price discovery
Ho clearer 0$&s led to poorer
per)ormance monitoring
0trong 0$&s commitment )rom
both D*0#./ ' D,J
o #iscomJ #ommitted power supply and
3uality
o #$J /eeting &!'# loss reduction
targetsL making power purchase payments
regularlyL meeting customer satis)action
and other 0$&s
?eek Governance o)
the +id process ' )inal
bid evaluation
/ultiple revisions o) C,P and D,&
Delayed bid closing
Poorer bid participation
/ultiple e-tensions
$itigations
Delayed 0tart
*ncreasing transparency o) bid process and
evaluation
Discom taking responsibility o) wrong
baseline, and delayed decision making
*nvest in proper stakeholder
engagement and online bid roomDportal

Poorer access
to )inance to
.perationali;ing D,
%both high ?orking
#apital
re3uirements and
#ape- )or )irst = years(
Delayed start o) the project
Ficcups and non8per)ormance in )irst
year, which )urther e-aggerates
opposition against D, model
/aking +ankers and broader ,inance
community understand D, model better,
and distinguish it )rom debt burden utility
,orming D, initial viability )unding )rom
nodal agencies like P,#, C1# etc
&llowing right consortium partnership with
competent partners on !echnical,
.perational, /anagement and ,inancial
side
*mproving constrictive clauses in contract
design, to allow D, to procure easy bank
)inancing
?eak 0$&s to
/onitor Per)ormance o)
D,
*ncrease opposition to D, model,
without any 3uanti)ied per)ormance
assessment
Fave clearer milestone, with right
incentiveDpenalty mechanism to
encourage per)ormance
Fave independent customer satis)action
assessment, to establish true metrics
)or end 3uality impact )rom D, model
Fave transparent reporting mandatory )or
D, to Cegulators
?eak Cegulatory
purview o) D, model
?eak Per)ormance monitoring

D, to stand alone report per)ormance )rom
baseline to 1C# %together with Utility(
*) D, is able to meet its target &!'#
reductions, then its customers should
bene)it with tangible returns %like
either reduced tari)) rates as compared to
state level !ari)), or reduced load shedding,
etc(
?eak integration
between di))erent
re)orm schemes %like
C8&PDCP,
Hational 1lectricity
,und, D,, CGG"4,etc(
Poorer end per)ormance ie not
much &!'# loss reduction, poorer
P<C, and dissatis)ied customers

1nsure well integration o) C8&PDCP and
D, projects, to guarantee D, operators
with )ull amount and timely completion o) C8
&PDCP project
1nsure interest subsidy )rom Hational
1lectricity ,und
Ho 0ervice ta- liability on D, model
&llow 1lectricity duty collected )rom
customers to be used towards ?orking
capital loan
"uestionJ ?F&!20 !F1 ,U!UC1 ., *HPU!8+&01D ,C&H#F*01 /.D1$ *H *HD*&K
#$anifoldJ
&t p/ani)old, we tend to believe the )uture o) D, model is very strong, and in)act only way to really bring more
accountability and decentrali;ation to the power distribution business, which otherwise is the weakling in the
overall power value chain !he model o) course needs to be strengthened, and some key improvements are
shared above
&ll our decentrali;ed ' alternative Generation e))orts will not scale, until we have a strong distribution mechanism,
and D, has that potential 0o we are looking )orward to right regulatory changes to bring integration o) these
models )or better M.pen /arket2 with stronger Private participationJ
o Distributed Generation
o Distribution ,ranchisee
o .pen &ccess %with net metering provisions )or smaller generators as well(
o 1nergy 1))iciency and D0/
& much bigger rural market )or D, is still awaiting innovation %0ee our blog Cural ,ranchisees 8 #ould they
become pilot ground to raise ne-t level o) Distribution servicesK
*ndia2s !elecom sector has proved how open market mechanism with supporting Cegulations and increased
private participation has helped increase mobile penetration, reduce tari)) rates, and increase customer services
0ame is now looked upon in the Power sector, and * )eel we are closer now
!he )uture is bright, i) all stakeholders can really work together #U0!./1C0 are the most important link )or
success o) a D, model !he operator that can give more choices to #ustomers, and meet their P1C#1P!*.H,
while manage its +usiness P1C,.C/&H#1, will succeed !hat is the whole reason, that p/ani)old has
developed 1U#.P0 %1lectric Utility #ustomer .pinion Pre)erences and 0atis)action( to capture customers voice,
and help D, and utility operators track their end per)ormance, as seen by customers ?e are glad that more and
more D, operators have started using our customer engagement services, and we have worked at Hagpur,
Gwalior, Ujjain, 0agar and Dhenkanal, interacting with 7666B customers )rom urban and rural
#ustomers cooperation is must )or D, success, and there is not much in current models to incentivi;e customer
support, as !ari)) rates are set at 0tate level 0o D, customers will continue to pay higher )or ine))iciencies in
other circles & tangible and good incentive model within regulatory purview to D, customers %like reduced tari))
rates, higher power availability, no reliability charges, reduced 1lectricity duty or Demand charges etc(, can
)urther e-pedite D, operationali;ation !his will also create pressure on local civic bodies to compete and support
D, models in their regions, and )aster penetration o) D, model including in rural areas as envisioned by Planning
#ommission
"uestionJ ?F&! &C1 .!F1C ,C&H#F*01 /.D1$0 *H *HD*& &HD F.? 0U##100,U$ !F14 &C1K
#$anifoldJ
.ne is Cevenue +ased ,ranchisee, which primarily started )or villages, characteri;ed by low loads, spread
distances, and problems in collection Fowever the model has )ailed considerably 0ee Cural ,ranchisees 8 #ould
they become pilot ground to raise ne-t level o) Distribution servicesK
.rissa is e-perimenting with a light cape- *nput +ased D, model, wherein the private operator has to invest only
on $! side %secondary o) Distribution !rans)ormers(, primarily on /etering and $! side, to bring improvements
!he applicability o) this model is very regional, and contingent upon Discom working hand in hand with D,
operator
&nother short tenure model o) >B5 years with revenue sharing %and not input based( model is recently getting
e-perimented in .rissa %see our blog )or detailsJ .rissa Government invites 1.* )or E0mart GridE 0olutions 8 & new
variant o) Distribution ,ranchisee(
Power Distribution #ranchisee
Share group
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Power /istri,ution Franchisee is an emerging model in India and outside0 4his group intends to ,uild
''ommunity of Interest' of professional eAperts and industries in this ,usiness to share "nowledge- networ"s and
,est practices0
4his 'Power /F' group intends to ,ecome a sta"eholder engagement platform to strengthen "nowledge and
communication ,etween "ey sta"eholders of /istri,ution Franchisee #/F& model $ utility- private companies-
regulators- franchisees- media and others0
Some "ey topics that this group could contri,ute7
*0 Chat improvements to strengthen PPP model in /istri,ution FranchiseeG
(0 Chat should ,e selection criterion for new /istri,ution Franchisee sitesG
+0 How to improve measurements and associated ,aseline information during pre$tenderingG
10 Chat ,est practices in distri,ution to ,e ta"en up for smooth operationali6ation of new /istri,ution
FranchiseeG
?0 If and how ,enefits of /istri,ution Franchisee could penetrate into wider territories #including rural& and give
rise to true /istri,uted =eneration ,ased /istri,ution FranchiseeG
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%ssistant Relationship Manager at P!3 MD4.IFD
o Sagar %rea- India

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Managing /irector at !avodian 4echonologies
o Sagar %rea- India

7in*ed4n Member
Student at /r0 Hari Singh =our University- Sagar #M0P0&
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7in*ed4n Member
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o Sagar %rea- India

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Student at dr0hari singh gour university-sagar m0p0
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Student at /r0 Hari singh gour university- sagar- mp
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Student at /r0 Hari Singh =our University-Sagar- Madhya Pradesh
o Sagar %rea- India

7in*ed4n Member
'5S4I!= %SSIS4%!4 at 3answara SynteA .td0
o Sagar %rea- India

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Student at /r0hari singh gour university sagar m0p
o Sagar %rea- India

7in*ed4n Member
Student at dr0 hari singh gour university sagar
o Sagar %rea- India

N*+
Siddharth (ain
Student at /R H%RI SI!=H =5UR U!I<DRSI4I S%=%R MP
o Sagar %rea- India

N*H
shailesh *urmi
Student at dr hari singh gour university sagar
o Sagar %rea- India

7in*ed4n Member
Student at /r0 hari singh gour university sagar M0P0
o Sagar %rea- India

7in*ed4n Member
%ttended dr0hari singh gour university-sagar
o Sagar %rea- India

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%ttended /r0Hari Singh =our University Sagar
o Sagar %rea- India

7in*ed4n Member
Student at IPS %cademy-Indore
o Sagar %rea- India

7in*ed4n Member
'hairman 'ollege of nursing
o Sagar %rea- India

7in*ed4n Member
lecturer at R.M 'ollege hurai
o Sagar %rea- India

7in*ed4n Member
Student at /r0 Hari Singh =our University Sagar
o Sagar %rea- India

7in*ed4n Member
Student at dr0 hari singh gour university sagar
o Sagar %rea- India

7in*ed4n Member
Student at dr0hari singh gour university sagar
o Sagar %rea- India

N*+
*amlesh rai*warHou
%ttended dr hari singh gour university sagar
o Sagar %rea- India
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%ny ,usinesses is in a constant endeavor to improve or grow0 Managers and ,usiness owners tend to constantly
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Ce assist managers and ,usiness owners to understand their ,usiness more effectively and comprehensively
through the right metrics and means0 Ce deploy the SC54 mechanism to its fullest potential to understand the
core assets of the ,usiness and the "ey areas of improvement there,y ena,ling strong "nowledge ,ased
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%ny investment opportunity needs to ,e analy6ed ,y the ,uy$sideEinvestor from varies perspectives including
financial via,ility- ris"- strategic relevance- team involved etc0 %ctive and comprehensive due dilligence is
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Mar*et Anal'sis
4o ena,le ,usiness growth- it is imperative for ,usinesses to understand the mar"ets that they already or could
serve leveraging their eAisting resources and assets0 3usinesses need "ey intelligence on the target customer-
eAisting competition and industry situation #Buality & Buantity of demand & supply& in the new mar"ets0
Ce assist our clients in researching their target mar"ets $ geographies & ,usiness areas $ and providing insights
to help them identify the customer needs- ,usiness practices- regulatory policies and framewor"s and financial
via,ility through opportunity analysis0
/iscover
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%ny ,usinesses is in a constant endeavor to improve or grow0 Managers and ,usiness owners tend to constantly
review their situation and identify assests within the organi6ation that they can leverage to ,uild their ,usiness
upon0
Ce assist managers and ,usiness owners to understand their ,usiness more effectively and comprehensively
through the right metrics and means0 Ce deploy the SC54 mechanism to its fullest potential to understand the
core assets of the ,usiness and the "ey areas of improvement there,y ena,ling strong "nowledge ,ased
solutions to leverage assets and address issues0
Solar PPP
Download our Solar Practice ser:ices brochure
%s part of the Solar Practice- pManifold focuses on helping clients "eep pace with the fast evolving industry
and the opportunities there in through services for-
*0 3id %dvisory
(0 Strategic 'onsulting
+0 Investor Dducation
!id Ad:isor'
fS fillin" and #inancial Modellin"A 2ost 0ptimi$ation for !id Preparation

pManifold supports ,idders in a step ,y step approach for filing
Rfs and 3ids for the 8!!SM program through-
SiteEResource %ssessment
Pre$feasi,ility- and Feasi,ility report as per national or state guidelines
3id strategy to offer RwinningS discounting rates
PP% signing &
Financial closure
Strate"ic 2onsultin"
5ntr' Strate"'? AcDuisition? Partnership De:elopment? Vendor Sourcin"

Cith sound "nowledge of the Solar industry we are a,le to assist ,usinesses to evaluate their ,est possi,le
options in entering Solar sector through-
DAisting Portfolio %nalysis
%cBuisitions
Partnership /evelopment
Product Selection &
<endor Selection for DP'M- DP'- 4echnical- Financial- etc0
4n:estor 5ducation
,hrou"h detailed #inancial Model :etted b' e<perts
pManifold ma"es it easy for all sta"eholders to understand the MC$scale solar grid$connected pro;ects ,y
tying up the 8!!SM guidelines- financial parameters #li"e interest rates- car,on credits- taAation&- technical
parameters #li"e solar resource estimations& and strategic parameters #li"e company structuring to avail ,enefit
of accelerated depreciation- cost optimi6ations due to synergies with eAisting ,usiness portfolio of the ,idder&
into a detailed financial model0
% contents of the pManifold Solar =rid$'onnected power pro;ectNs Financial Model inputs- outputs and
intermediate results and analysis is given ,elow-
4nputs
Solar insolation #"ChEm(Eday&
<arious component specs & efficiencies
Units produced #"ChE year&
=eneration derating factor #M&
4rac"er Dfficiency #M&
4ariff /iscount #M&
'ar,on credits rate #DuroE'DR&
Pro;ect 'ost
.oan Interest rates #M&
Moratorium period #years&
'apital structuring #DBuity ratio&
5ptimi6ation levers to "ey pro;ect costs
%ccelerated /epreciation selection
4aA incentives
4aA and M%4 rates #M&
5thers000
0utputs
.evelised cost of Dnergy #.'5D&
Pro;ect IRR
Pro;ect Pay,ac"
DBuity IRR
DBuity Pay,ac"
%verage /S'R
Return on DBuity #R5D&
Return on 'apital Dmployed #R5'D&
Return on Investment #R5I&
=ains from 4aA savings due to
depreciation
!et Dstimated DApenses and Revenues
Modellin" Anal'sis
Pro;ect 'osts details
Dlectricity =eneration estimates
/epreciation including %ccelerated /epreciation
.oan Interest
Cor"ing 'apital #for pre$operative phase&
Pro;ected 3alance Sheet
Profit & .oss statement
Income 4aA #,oth under 'ompanies %ct and Income
4aA %ct&
Minimum %lternative 4aA #M%4&
'ash Flows
/e,t Service 'harge Ratio #/S'R&
Internal Rate of Return #IRR&
3rea"even point
Pay,ac" Ratios
Summary 9 <arious ratios
F5RM$II to F5RM$<I 9 <arious standard forms
reBuired for ,an"a,le /etailed Pro;ect Report
'ar,on 'redit modeling
!id elated esults
Scenario %nalysis to arrive at optimum ,id tariff rate
3an" =uarantee ReBuirements